What fashion brands can teach universities about brand strategy
Here they are. The five provocations for university leaders
Higher education and haute couture might seem worlds apart.
One grounded in centuries of scholarship, the other driven by seasonal trends.
But look closer, and the parallels are more compelling than you’d expect.
Fashion brands are among the savviest in the world at building relevance, loyalty, and distinction. They don’t just sell clothes — they shape culture. And in a time when universities must compete globally for talent, funding, reputation, and public trust, it's time we took brand building just as seriously.
Here are five powerful provocations, inspired by global brand leaders – especially in fashion – to help university executives rethink what brand really means.
1. If you don’t shape culture, you risk irrelevance
Fashion brands thrive because they understand the culture they exist in — and actively contribute to it. Think about how Coach reinvented itself for Gen Z with an “expressive luxury” positioning, or how Gucci used data to drive personalised, culturally resonant experiences.
University takeaway:
Universities don’t just exist in culture – they create it. But too often, their brand expression feels disconnected from real lives and contemporary issues. Senior leaders must ensure their brand isn’t just a set of values on a wall, but something that responds to — and helps shape — the world students want to be part of.
2. Distinction beats difference
Fashion brands don’t always invent something radically new. What they do brilliantly is stand out. They create clear mental pictures, emotional associations, and memorable moments – again and again.
University takeaway:
In a market where many universities offer similar degrees, facilities, and rankings, trying to differentiate on functional features is a losing game. Instead, focus on brand distinctiveness – a consistent, ownable look, tone, and story that lives in the hearts and minds of your audiences.
3. Brand isn’t a comms problem – it’s a leadership tool
Fashion houses don't relegate brand to the marketing team. It shapes their business model, customer experience, hiring, partnerships – everything. Richard Dickson didn’t turn around Gap by changing the logo. He did it by realigning strategy with brand identity.
University takeaway:
Too many universities still treat brand as something that starts after the strategic planning ends. But brand is strategy – it’s how you express who you are, what you value, and where you’re going. It belongs in the boardroom, not just the design studio.
4. Storytelling builds trust faster than any strategy document
Luxury brands are masters of narrative. They make their audience feel part of something – a movement, a tribe, a belief system. They use storytelling not to explain what they do, but why it matters.
University takeaway:
Universities often struggle with storytelling. Stories are buried in silos, filtered through academic language, or simply not spotted. But trust and reputation grow through stories that show impact, humanity, and purpose. Leaders must invest in the capacity to spot, shape, and share those stories consistently.
5. Consistency builds familiarity, and familiarity builds preference
The best brands earn loyalty because they show up consistently across every touchpoint. From store design to social media to staff behaviour, the experience feels intentional and coherent.
University takeaway:
Students, partners, funders and staff should all experience your brand, not just see it. That means aligning physical spaces, digital platforms, signage, onboarding, leadership communication, and internal culture. Consistency doesn’t mean rigidity — it means clarity.
Final word
Fashion brands show us what happens when brand is treated as strategic infrastructure, not surface decoration. I think there’s a lot that universities could consider from these playbooks to stay relevant and resilient in a crowded, global market.
Because brand isn’t what you say.
It’s what people feel when they interact with you.
And in higher education, that might just be your greatest untapped strategic asset.